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© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Sydney Summit
2007"Mastering Master Data"
28th & 29th May
160+ attendees20+ speakers
8+ CDI-MDM vendors ONE EVENT
Sofitel Wentworth Hotel, Sydney
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
“Top 5” Reasons to Attend
Accelerate your time-to-ROI re: CDI & MDM
Perform due diligence on all major components of an enterprise master data solution
Leverage your training budget by coming up to speed on one of the hottest IT topics
Fill critically short-staffed CDI & MDM positions
Expand your IT professional network & increase your personal market value
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
2007 CDI-MDM SUMMITS
March 25 - 27San Francisco
April 30 - May 2London
May 28 - 29 Sydney
October 24 - 25Frankfurt
November 6 - 7Madrid
November 14 - 16 New York City
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
March 1-2, 2006 in San Francisco 450+ Attendees **SOLD OUT 6 WEEKS PRIOR**
Miyako Radison, San Francisco
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
October 15-17, 2006 in NYC 600+ Attendees **SOLD OUT 4 WEEKS PRIOR**
Marriott Marquis Times Square, New York City
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM SUMMIT SPRING 2007 650+ Attendees **SOLD OUT FOUR WEEKS PRIOR**
Marriot Marquis, San Francisco
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM SUMMIT London 2007 300+ Attendees
Royal Garden Hotel, Kensington
Aaron ZornesFounder & Chief Research
OfficerThe CDI-MDM Institutewww.The-CDI-MDM-Institute.com a.k.a.
www.tcdii.com
"Milestones on the CDI-MDM Road Map
for 2007-08"
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
About the CDI-MDM Institute Founded in 2004 Focused on CDI-MDM business drivers
& technology challenges CDI-MDM Advisory Council™
of fifty G5000 IT organisations with unlimited advice to key individuals, e.g. CTOs, CIOs, data architects
CDI-MDM Business Council™ website access & email support to 2,500+ members
CDI-MDM Road Map & Milestones™ semi-annual strategic planning assumptions
CDI-MDM Alert™ bi-weekly newsletter
CDI-MDM Market Pulse™ monthly surveys
Budgets, success/failure rates, mindshare of 250+ major in-flight CDI-MDM projects
Examples: evaluation process for CDI SI, CDI ROI in Telco M&A, …
CDI-MDM Fast Track™ One-day public & onsite workshop Fee-based & rotating quarterly through
major North American, European, & Asia-Pacific metro areas
Semi-annual CDI-MDM SUMMIT™
“Independent, Authoritative, & Relevant”
About Aaron ZornesMost quoted industry analyst authority on topics of CDI & MDM
Founder & Chief Research Officer of the CDI-MDM InstituteConference chairman for DM Review’s CDI-MDM SUMMIT conference
seriesFounded & ran META Group’s largest research practice for 14 years M.S. in Management Information Systems from University of Arizona
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Institute Advisory Council
Advisor agrees to provide Institute’s consultants with advice & insight regarding the use of CDI-MDM software & related business processes at Advisor’s convenience
Advisor agrees to participate in at least one fifteen (15) minute survey teleconference call every sixty (60) days
Optionally, Advisor may respond to the bi-monthly survey request via email or Internet-based survey fulfilment
Results of such CDI market research surveys shall be aggregated by the Institute & made available to all Advisory Council members
In no case, shall any Advisor-specific survey information be made available to other parties unless Advisor has specifically agreed to the release of such information in writingFifty organisations who receive unlimited CDI-MDM advice to key
individuals, e.g. CTOs, CIOs, & CDI project leads
Representative Members• 3M
• Bell Canada
• Caterpillar
• Citizens Communications
• COUNTRY Financials
• Educational Testing Services
• GE Healthcare
• Honeywell
• Intuit
• MCI
• McKesson
• Medtronic
• Microsoft
• Motorola
• National Australia Bank
• Nationwide Insurance
• Novartis
• Roche Labs
• Rogers Communications
• Scholastic
• Skura
• SunTrust
• Westpac
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
“The World Is Flat”
Data structures & business processes must be supremely flexible
Underlying IT infrastructure must enable new business models
Policies/process flows must integrate in ways previously problematic
EAI = enterprise application integrationETL = extract-transform-loadMDI = master data integrationSOA = service-oriented architecture
Value of Integration Exceeds Value of Build/Buy
Valu
e
ETL EAI MDI
MonolithicApps
Client/ServerApps
SOA/Web Services
Time
Value ofIntegrating
Applications
Value ofBuilding
Applications
Global competition mandates a wide variety of new business styles
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Business Drivers 2007-08
Just-in-time 21st century business models mandate both agility & integration across enterprise to
Provide higher profitability Reduce operations costs Increase accuracy of regulatory
compliance Emergence of “demand chains”
mandates synergetic approach across both “party” & “product” master systems via common business services
M&A as a business strategy
Contemporary business strategies mandate flexible infrastructure – propelling CDI-MDM into “Top 10” initiative
Agile Enterprise
Self-DirectedService
M&A“Ready”
RapidNPI
Integrated Risk Mgmt
Co-opetition
“Demand”Chains
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Technical Challenges 2007-08
High RAS (reliability, availability, scalability) infrastructure
Flexibility in mash-up of extreme data velocity & variety
Inline analytical MDM processes supporting operational MDM
Customer:product conundrum Lack of standards – BPM, rules
engines, metadata Adherence to evolving security &
privacy requirements Lifecycle approach to data assets
Market is in flux with no dominant vendor or architecture; requirements vary by industry, scale & business complexity
Historical MDM Solutions
Synchronisation
Enterprise Application Integration(EAI)
ExtractTransform
Load (ETL)
Replication
Aggregation
MasterCustomer
Files/DBs
MDM
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Working Definitions
Data Governance (DG) Data Governance (DG)
Customer Data Integration (CDI)
Customer Data Integration (CDI)
Processes & technologies for recognising a customer & its relationships at any touch-
point while aggregating, managing & harmonising
accurate, up-to-date knowledge about that
customer to deliver it ‘just in time’ in an actionable form to
touch-points.
Formal orchestration of people, process, & technology to enable an organisation to leverage data as an enterprise asset.
Master Data Management (MDM)
Master Data Management (MDM)
The authoritative, reliable foundation for data used
across many applications & constituencies with the goal
to provide a single view of the truth no matter where it lies.
CDI is mandatory first step for most organisations on journey to MDM
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Working Sub-Definitions
For most G5000 enterprises, multiple (often all) variants will be needed to make MDM initiatives successful
Analytical MDM Analytical MDM
Definition, creation, & analysis of master data; examples:
counterparty risk mgmt apps & financial reporting consolidation
Collaborative MDM Collaborative MDM
Definition, creation, & synchronisation of master
reference data via workflow & check-in / check-out services;
examples: PIM data hubs & AML
Operational MDM Operational MDM
Definition, creation, & synchronisation of master data
required for transactional systems & delivered via SOA; examples: near R/T customer
hubs & securities masters
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
‘Top 5’ Justifications for CDI-MDM Initiatives
1. Catalyzes market leadership & dominance
2. Provides increased ROI by “leveraging / rationalising existing infrastructure”
3. Significantly increases shareholder value
4. Provides a disruptive technology for new business models
5. Enables compliance & regulatory reporting
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Catalyzes Market Leadership& Dominance
Maximises walletshare across product lines & BUs Upsell via sticky bundles New markets via cross sell to existing customer base
Increases understanding of large customers by grouping all buying orgs into B2B or B2C hierarchy
Enables integrated customer analytics – i.e., profitability analysis, lifetime value
Enables “co-opetition” & electronic storefront models – e.g., B2B2C by integrating partner data with internal data
Protects brand integrity by increasing customer satisfaction due to more focused marketing & service campaigns – e.g., “blended agent” capability
Actualises “consistent customer treatment” by blending channels to deliver common customer experiences
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Provides Increased ROI by “Leveraging Existing Infrastructure”
Enables integration of new & old channels – e.g., collections, fraud, contact centres with kiosk, ATM, IVR & online self-service
Minimises architectural complexity to simplify application solution design, deployment, & maintenance
Reduces number of interfaces between applications & increasing reuse factor to save substantial integration costs
Improves infrastructure flexibility and control to enhance overall system performance
Accelerates ROI of enterprise CRM solutions Reduces overall project risk through increased
flexibility & centrally managed architecture
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Significantly Increases Shareholder Value
Drives costs of “dirty data” out of the info supply chain
Accelerates revenue growth via more intelligent cross-sell & up-sell enabled by complete understanding of customer (profile, accounts & interactions) to leverage bundling opportunities
Facilitates quick scales of economy in mergers & acquisitions (M&A) – e.g., shortening customer, desktop, & billing integration timeframes while providing scalability to support rapid assimilation of new block of customers
Measures, manages & grows “customer information” as a key corporate asset
Drives fundamental operational savings & efficiencies – e.g., “once & done” enterprise-wide services for key customer processes such as account changes (name, address)
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Provides a Disruptive Technology for New Business Models
Enables self-directed customer experience for sales & service
Provisions hyper-integrated 21st century supply chain – e.g., outsourced manufacturing, outsourced service (“he who owns master reference data, dominates supply chain”)
Automates customer transactions that flow across systems
Enables contingency planning for future technologies – e.g., biometrics, smartcards, etc.
Provides much more than “just another customer interface”
21st century business application development platform Service-oriented architecture – a.k.a, “first foray into SOA” Web services Integrated analytics Near real-time materialisation
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Enables Compliance & Regulatory Reporting
Centrally manages privacy preferences for consistent rules of visibility & entitlements
Enhances “evergreening” of customer data accuracy – e.g., continuous customer data improvement by providing self-directed customer care portals … which in turn integrate customer info across business units
Enables regulatory reporting compliance– i.e., large customers’ material events (SOX, BASEL II)
Facilitates compliance with AML, OFAC, USA PATRIOT, et al
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Milestones
Market maturation
Market momentum
Market consolidation
Budgets/skills
Data governance
MDM convergence
Architecture & data models
Customer identification
Master data delivery
Analytics
Policy hubs
Enterprise search
Strategic planning assumptions to assist IT organisations & vendors in coping with flux & churn
of emerging CDI-MDM vendor landscape
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Market MaturationStrategic Planning Assumption
During 2007, the CDI-MDM market will continue to shift gears from “early adopter” to “mainstream” as 95%+ of financial services, communications services, high tech, & pharma/life sciences enterprises actively plan to replace homegrown CDI-MDM solutions
Through 2008-09, verticalisation/horizontalisation of CDI-MDM solutions will expand beyond financial reporting, EMPI healthcare, etc. into financial services & government especially
By 2010, the market for MDM solutions (software & services) will exceed €2B**
CDI-MDM MILESTONE
** Gartner Research projection
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Market MomentumStrategic Planning Assumption
During 2007-08, CDI-MDM solutions such as IBM, ORCL, SAP, & TDAT will monopolise majority market share in the G5000 enterprise; while mid-market solutions will arrive from MSFT, Nimaya, & ORCL plus Data Quality vendors (Pitney Bowes, SAS/DataFlux, Trillium)
Through 2008-09, both mega & best-of-breed CDI-MDM vendors will aggrandise the traditional master customer DB business of Data Service Providers such as ACXM, DNB, & GUS/Experian as these vendors struggle to deliver on-premise CDI hub solutions
By 2009-10, every major application & database vendor will provide either native or OEMed CDI-MDM capability – including DOX, MSFT, & CRM
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Momentum
October 2005 – IDC’s W/W Market Forecast stated MDM market to grow to US$10.4 billion by 2009
March & October 2006 – CDI-MDM SUMMIT 2006 series launched as largest expo dedicated to CDI, MDM, & DG
June 2006 – Gartner recognised importance of CDI with its second Magic Quadrant™ for CDI Hubs
October 2006 – Forrester releases second Wave™ report on CDI
Summer 2007 – Gartner & Forrester release 2nd iterations of research
CDI-MDM is critical to proactively & consistently manage customer data to untangle quagmire of complex systems –
e.g., streamline processes, enhance QoS, & govern compliance
It’s All About “Relationships”
PanoramicCustomer
ViewCustomer-CentricView
Universal Customer
View
CDI
360 ºCustomer
View
Master CustomerInfo File
CustomerSystem
of Record
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Market Consolidation & DiversificationStrategic Planning Assumption
During 2007, mega IT vendors (IBM, ORCL, SAP) will continue M&A-driven R&D gyrations in moving to an enterprise MDM-centric portfolio
By 2008-09, IBM (ASCL/CRSW/DWL/LAS/SRD/Trigo/ Unicorn) & ORCL (HYSL/iFlex/JDE/PSFT/RETK/SEBL/ Sunposis) will begin to overcome most of the same architectural/BPM/metadata/platform issues that confounded SAP earlier (SAP MDM/A2i xCat/Callixa)
Through 2009-10, mega IT vendors (IBM, ORCL, SAP, & TDAT) will dominate the CDI-MDM market with niche/best-of-breed vendors (i2, Initiate Systems, Kalido, Purisma, Siperian) thriving in specific industries & horizontal/corporate applicationsCDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CDI-MDM Genealogy
Pre-2001 2002 2003 2004 20062005
1st gen CDI solutions
arrive (IBM CIIS, Hogan CIF) Nascent EII
vendors arrive & flop
Data service providers (Acxiom,
Experian) fail at software makeovers
into CDI 2nd gen CDI vendors merge to form 3rd gen CDI solutions
(Initiate/Journee, Siperian/Delos)
Oracle, SAP, Siebel introduce 3rd gen/hybrid CDI
Mega vendors digest
acquisitions
App vendors launch EAI
infrastructure (SAP NetWeaver,
Siebel UAN)
ETL vendors add modest
CDI extension & avow CDI capabilities
Mega app vendors
roll out CDI (Oracle OCO,
SAP MDM, Siebel UCM)
CDI early adopters drive requirements
(Fin Svcs, High Tech Mfg,
Pharma, Telco)
‘EIM’ as yet
another TLA
3rd generation CDI solutions are based on service-oriented architecture (SOA) to hybridise aggregation, replication &
synchronisation to provide enterprise-wide CDI infrastructure
‘Process Hubs’ trounce
‘Data Hubs’; 4th gen
‘Full Spectrum’ hubs support structured & unstructured
2007+
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Budgets & SkillsStrategic Planning Assumption
During 2007, typical G5000 size enterprise will budget/spend €1M for CDI-MDM software, with an additional €3-4M for SI services; Global Service Providers will operate under this price floor by applying highly-customised, labour intensive frameworks & related accelerators
Throughout 2007-08, skill shortages will greatly inflame project costs as demand for data stewards, enterprise data architects, & other individuals with strong affinity for data governance will outstrip the market for experienced individuals; concurrently, Systems Integrators will fill the void in their classic style by baiting & switching senior veterans for junior rookies
By 2008-09, the market will have stabilised as enterprises react by training & protecting their own CDI-MDM staff with specific software product & project expertise CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Career TracksStrategic Planning Assumption
Scarcity of “hands on” CDI experience exists
By 1H2007, 1,500+ product-specific consultants albeit with little “real world” experience with mainstay CDI solutions
Current shortage lends itself to same scenario 5-10 years ago with SAP’s ABAP 4GL – i.e., inflated prices & resumes with many junior SI staff spinning up to speed at client’s expense (a.k.a. “Androids”)
Market for expertise will create major demand for corporate CDI-MDM positions during next 3-5 years
Data Steward,Enterprise
Data Architect,Enterprise Data
Modeler, Ctrs of Excellence,
CDI-MDM Programmers
Product-Neutral
Product-Specific Off-Shore
On-Site
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Data GovernanceStrategic Planning Assumption
During 2007, enterprise-level data governance will be mandated as a core deliverable of large-scale CDI-MDM projects delivered via RFPs
Through 2007-08, major systems integrators & CDI-MDM boutiques will focus on productising their data governance frameworks while most CDI-MDM solution providers will struggle to link business process design with process hub architecture
By 2008-09, both corporate & LOB data stewards will be a common position as Global 5000 enterprises formalise this function amidst increasing de facto & de jeure recognition of information as a corporate asset
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Data Governance Juggernaut
Data Customer Master Warehouse Data Integration Data Management (Batch) (On-Line) (Just-in-Time)
Data Data GovernanceGovernance
Must Must BecomeBecome
“De Facto”“De Facto”
Data Data GovernanceGovernance
Will Will BecomeBecome
“ “De Jure”De Jure”
Data Data GovernancGovernanc
ee BecomingBecoming
“De “De Rigueur”Rigueur”
Enterprise risk management is emerging as a major issue within most financial institutions & is VERY data-
centric
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Data Governance Maturity Level
Overall, FSPs are leading the way for non-FSPs
BASIC (“anarchy”) – App-centric approach; meets business needs only on project-specific basis
FOUNDATIONAL (“IT monarchy”) – Policy-driven standardisation on technology & methods; common usage of tools & procedures across projects
ADVANCED (“business monarchy”) – Rationalised data with data & metadata actively shared in production across sources
DISTINCTIVE (“Federalist”) – SOA (modular components), integrated view of compliance requirements, formalised organisation with defined roles & responsibilities, clearly defined metrics, iterative learning cycle
Source: February 2006 CDI Institute survey of 50 Global 5000 IT organisations
0%
10%
20%
30%
40%
50%
Basic Foundational Advanced Distinctive
FSP
Non-FSP
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
MDM ConvergenceStrategic Planning Assumption
During 2007, customer & product data interdependencies will quickly broaden CDI-MDM requirements – i.e., from “customer” to “product” to “vendor”; concurrently, vendor dogma will promote nouveau approaches such as Collaborative MDM to assuage the multi-hub conundrum
Through 2007-08, select best-of-breed vendors (Kalido, Purisma, Siperian, Stratature) will provide multi-hub (entity, architecture & brand) connectivity via hierarchy management extensions
By 2008-09, enterprises without an overall, long-term MDM strategy run the ironic risk of building “MDM silos”
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
CUSTOMER:PRODUCT Conundrum
Different master entity types may require different MDM brands or architectures
Product data shared across supply chain
Employee data captive within HR apps Customer data never leaves home
(outside the firewalls) Customer policy/ process hubs
ultimately require pricing masters, product masters, supplier masters, & so on …
PricingAuthorised Products
BundlesCross-Reference
HierarchiesGeographical
VariantsRegional Variants
CUSTOMER
PRODUCT
SOA mandates “Customer” + “Product” MDM – however, “customer” cannot simply be added as object to PIM products
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Architecture & Data ModelsStrategic Planning Assumption
During 2007, market will further evolve as vendors specialise at Analytical MDM & Operational MDM
During 2008-09, mega vendors (IBM, ORCL, SAP, TDAT) will continue to focus significant R&D & mktg resources on “industry content” of data models which will force specialist vendors to stay “data model lite” via specialisation in B2B/B2B2C hierarchy mgmt & distributed CDI-MDM
Not until 2009-10, will mega CDI-MDM vendors have rewired foundational software to fully support strategic application infrastructure (Oracle Fusion, SAP NetWeaver, et al) & have completed transitioning from client/server to SOA; concurrently, G5000 business requirements will drive vendors into 4th generation, full spectrum hubs that support both structured & unstructured information
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Most Common CDI Topologies
Composite/Hybrid is majority architectural preference; Registry/Virtual 2nd choice
IMPLEMENTATION STYLE DESCRIPTION
External (Service Provider) • Database marketing providers• Data service providers • Service bureaus
Persistent (Database) • Master customer information file/database• Operational data store/active data warehouse• Relational DBMS + Extract-Transform-Load
(ETL) + Data Quality (DQ)
Registry (Virtual) • Metadata layer + distributed query (enterprise information integration or EII)
• Enterprise application integration (EAI)• Portal
Composite (Hybrid) • Ability to fine-tune performance & availability by altering amount of master data persisted
• XML, web services, service-oriented architecture (SOA)
“Chernobyl” • Encapsulate legacy applications
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Customer IdentificationStrategic Planning Assumption
During 2007, independent DQ vendors focus on name & address cleansing as their forte as they struggle to compete against better funded match/merge & data profiling capabilities increasingly integrated with mega vendor CDI-MDM solutions
By 2008, sophisticated hierarchy mgmt capabilities will include “global IDs” as mainstay feature for all CDI-MDM vendors to link both legacy & newly-built hubs with Data Service Providers’ enrichment data; concurrently, support for metadata repositories to link mega vendors’ multitude of acquisitions will continue to significantly lag
Through 2009-10, high-speed probabilistic matching algorithms will dominate over deterministic models despite hybrid solutions providing the best results
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Why Organisational Hierarchy Management ?
Based on recognition of need to Grow beyond mature North American & Western European market Support global customer service
G5000 businesses are now recognising opportunity to take more strategic view of “global account management”
Market demand for “customer hierarchy management” – esp. B2B – capability to augment mega vendor’s data hub strategies (IBM, ORCL, SAP) will explode during 2007-08
CDI solutions which incorporate such capabilities will be key factor in successful deployment of globally-enabled MDM solutions
3rd party hierarchy data inadequate (or non-existent for certain geos) – e.g., Equifax/Austin-Tetra, D&B, …
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Organisational Hierarchy Management
Key features Ability to model complex relationships – legal,
organisational & cultural Ability to handle overlapping hierarchies – multi-
party model Visual hierarchy management tool Integration with data governance processes
Short list Initiate Systems; Hyperion; IBM; Oracle-Siebel;
Purisma; Siperian; Stratature Use cases
Global account management Risk management Basel II, USA Patriot, AML compliance M&A
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Master Data Delivery Strategic Planning Assumption
During 2007, EAI/EII/ETL vendors will scurry to either add persistence to products or align with CDI-MDM vendors as a complimentary role by enabling hubs to interweave data from multiple diverse master sources with persisted master data
Through 2007-08, systems performance will remain problematic as enterprises hedge between virtual, persisted & composite/hybrid hubs; applying point solutions such as EII middleware will help adjudicate both performance & political stalemates
Through 2008, these M/W vendors will thrive (& be acquired) by providing increased throughput & additional repurposing/publishing capabilities to classical CDI-MDM solutions; by 2009, these vendors will be fully assimilated
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Analytics Strategic Planning Assumption
During 2007, the convergence of CDI-MDM & business intelligence (BI) will accelerate as enterprises leverage CDI-MDM concepts in a BI context
Through 2008-09, ongoing evolution of Analytical MDM & Operational MDM increasingly benefit enterprises by blending such transactional hubs with master reference data repository
By 2010, inline & real-time analytics derived from MDM-enabled aggregation of both transactional & historical data will have become the major source of sustainable competitive differentiation for Global 5000 enterprises
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Policy Hubs Strategic Planning Assumption
During 2006-07, CDI-MDM vendors will lag their BPM counterparts in providing workflow orchestration to synchronise the trusted sources that comprise a federated master data store
Through 2007-08, the mega CDI-MDM vendors (IBM, ORCL, SAP) will struggle to provide BPEL-compatible workflows while specialist CDI-MDM solutions rush distributed Collaborative MDM capabilities to market
By 2009-10, without such flexible workflows, organisations will merely rebuild the same master data files they evolved the past 15-20 years with their ERP & CRM infrastructures
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Data Governance EnablesBusiness Process Mgmt -> Policy Hubs
PrivacyPrivacyPreferencesPreferences
PricingPricingBundlesBundles
CompatibilityCompatibility
LegacyLegacy
Shipping Shipping ApprovalsApprovals
EligibilityEligibility
Upgrade/Upgrade/DowngradeDowngrade
Next Best Next Best OfferOffer
DiscountDiscountPoliciesPolicies
Process /Process /Policy HubPolicy Hub
Methodology is needed to bind process steps, skills & software to produce Data Governance deliverables
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Enterprise SearchStrategic Planning Assumption
Through 2007, the unique properties & behaviour of master reference data will spawn a series of vertical applications & specialised features within CDI-MDM solutions
During 2008-09, semantically-enabled metadata will enable “search” for both structured & unstructured info across a variety of applications such as catalogue management & deep web search, & enterprise search
By 2009-10, enterprise semantics & SOA-enabled data services will provide the technology foundation for policy hubs; concurrently, the 4th generation of hubs will innately support Analytical, Operational, & Collaborative & MDM business services
CDI-MDM MILESTONE
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Solidifying Requirements for 3rd Generation CDI-MDM Solutions
Multi-entity hub capabilities
SOA/shared services architecture with evolution to “process hubs”
Sophisticated hierarchy management
High-performance identity management
Data governance-ready framework
MASTER DATA SEARCH
MASTER DATA
MODELING
MASTERDATA
APPLICATIONS
CDI-MDM
MASTER DATA
PREPAR-ATION
MASTERDATA
GOVERNANCEMASTER
DATAMOVEMENT
Global 5000 enterprises’ “multi-hub” scenarios mandate architectural/infrastructure approach to CDI-MDM
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
Bottom Line Planning Assumptions
Acknowledge no single vendor “does it all well” Analytical vs. Operational vs. Collaborative
MDM B2B vs. B2C vs. B2B2C Batch vs. real-time
Recognise that industry expertise matters
Test drive matching & consulting expertise
Invest in data governance & CDI-MDM architecture for long-term sustainability & ROI
CDI-MDM is critical to proactively & consistently manage customer data to untangle quagmire of complex systems –
e.g., streamline processes, enhance QoS, & govern compliance
© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com
How to Leverage the CDI-MDM Institute
Kick start the “CDI-MDM evaluation process” Attend public workshop Bring workshop on-site
Fine tune in-process CDI-MDM strategies Due diligence on reference checking & contract details
Stay ahead of curve via CDI-MDM Business Council Re-qualify every 6 months via survey Receive CD-MDM Alerts & access to Web-hosted research
Increase your knowledge & negotiatingstrengths via CDI-MDM Advisory Council Membership
Participate in monthly email surveys & receive updated industry scorecard Receive unlimited CDI-MDM consultation via telephone
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